• System as a concept. Working with an organization as a whole: values, mission, intended future condition;
• Mental models as a factor forming the system framework of an organization:  formation and use of common images, concepts and metaphors in order to increase the efficiency of communication and the results of the organization;  
• Cyclical causes, reinforcing and balancing cause-and-effect relations. Detection of systematic effects within own systems;  
• Biological system “Human”. Burnout as an example of systematic effects;
• Theory of constraints: the sum of local improvements is not equal to general improvement 
• Connection between systematic thinking and management tasks.

The purpose of the module is to understand how system effects are manifested in your company and to identify the root causes of the current state of your company:

• why there are problems in the organization and what you need to work with to get rid of them;
• what are the reasons for success in your company and what will allow you to repeat this success. 

• Mental models and prejudices as a system-forming factor of the organization: common language in the organization as a way to communicate effectively and achieve greater results
• Dealing with one's own destructive prejudices that prevent the manager and the system as a whole from moving forward
• Detection of system effects in own systems - restriction of growth, accumulation, delay and others; their application in the formulation of management tasks;
• Working with system archetypes - causal structures that describe and explain the nonlinear and counter-intuitive behavior of systems;
• Biological system "Man". Burnout as an example of systemic effects
• Constraint theory: the sum of local improvements is not equal to the total improvement - how to work with it

The purpose of the module is to understand the structure of your system, learn to analyze the relationships between the elements of the system, implement the necessary changes in the structure, and finally put things in order. We understand how to scale existing systems without losing meaning and create new ones.

• Diagrams of cyclic causality at the strategic and operational levels: work with your own case;
• Systems structure and approaches to building the structural complexity of systems, development and scaling of systems;
• effective scaling of systems: development of structural complexity, basic concepts of network theory, logic of scaling (growing structures) of systems
• Varieties of systems and features of work with them: artificial and natural systems;
• Basic approaches to building structural complexity on the example of management system: basic management structures, role definitions and role conflicts, role design

Any system takes its place in the hierarchy of systems. For managers, the ability to see their companies at the micro-level (sub-systems), meso-levels (actually, systems) and at the macro-level (super-systems) is important.

The purpose of the module is to learn how to find the current and desired state of your company within larger systems: networks, clusters and ecosystems.

• A holistic approach as a way to see the world as a hierarchy of systems
• Basic structural compositions of systems - hierarchies and networks.
• Working with super-system structures: finding the current and desired place of their companies in modern business networks and business ecosystems, building strategic partnerships and increasing competitiveness
• Working with my own case: the role of my system in super-systems: to whom and what value do I create?
• Predicting system dynamics in supersystems and managing changes in its roles in supersystems
• Strategic design of social systems
• City system

The purpose of the module is to go upstairs and consider the system at a conceptual level. We train the ability to work with organizations as a whole - with organizational values, mission, future desired states to see and create emergent effects and properties.

• System as a concept. Work with the organization as a whole: values, mission, future desired states
• Varieties of systems and features of work with them: physical and mental, artificial and natural systems
• Complex social systems in which we exist: culture as a system of meanings; education system
• Company culture - a set of common mental models - as a system-forming factor
• Business as a system. Capitalization of asset value
• Forecasting the path of systems development: finding solutions that change for the better the behavior of complex social systems.